Lambert (p. 49) says to "establish mutual understanding with staff about decision rules that clarify which decisions are made through consultation, advisement, consesus, individual choice, or not at all."
Real World Situation: Our principal's favorite line is to tell us, "You work with me, not for me." Every month we have a staff meeting to discuss items related to our building. He is great at telling us about changes and decisions that need to be made. With all changes he is very honest about how the decisions will be made. Some will be up to us as a staff, some he will make on his own, and others are made for us from higher up administration or the board. The key to this is telling the staff why the decision has to be made that certain way. For example, in the past each individual building was allowed to pick their conference nights. This year the administration team decided to have the same conference nights for all the schools. They did this because it was more uniform to parents.
Lambert (p. 49) says to "establish mutual understanding with staff about decision rules that clarify which decisions are made through consultation, advisement, consesus, individual choice, or not at all."
Real World Situation: Our principal's favorite line is to tell us, "You work with me, not for me." Every month we have a staff meeting to discuss items related to our building. He is great at telling us about changes and decisions that need to be made. With all changes he is very honest about how the decisions will be made. Some will be up to us as a staff, some he will make on his own, and others are made for us from higher up administration or the board. The key to this is telling the staff why the decision has to be made that certain way. For example, in the past each individual building was allowed to pick their conference nights. This year the administration team decided to have the same conference nights for all the schools. They did this because it was more uniform to parents.
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